Research for this paper suggests that there is still an alarming lack of success of IS projects in industry today. Two critical success factors that have been examined to date are project manager performance and IS planning maturity. However, the previous studies have bypassed the relative impact of the two factors in combination. This study proposes and empirically tests a model that examines the relationships between project manager performance and IS planning maturity and their relationship to project success. The results indicate that IS planning maturity is empirically linked positively to project success and to project manager performance. Additionally, the performance of the project manager is also positively related to project outcome. The implication for practitioners is that project management is not an activity limited only to the duration of the development of the IS product but project management must have broader implications for organization management.